The cost of not providing development and support for your managers and leaders goes way beyond that which is at first apparent…

What are the barriers to effective feedback and how can organisations provide training to help managers deliver and receive feedback with confidence and skill?

When you hear the words “Performance Management” are you thinking how can I drive results? How can I develop the talent in my team? Or like many other Managers do you automatically think of Performance Management mainly as a process for addressing poor performance, missed targets and capability reviews?

The importance of onboarding (and integrating) new managers effectively cannot be overstated - just getting them onboard safely and leaving them to it is not enough.

Promoting from within sounds great in theory but how do you get it right? How do you make sure you get the right person in the role, provide development and career progression opportunities and avoid alienating other team members?

One of the most far-reaching and impactful choices in any organisation is when a hiring manager has a role to fill and needs to decide whether they want to look within or recruit externally. In this two part blog series we’ll be looking at the pro’s and con’s of promoting from within and how to do it well.

Corporate values statements are commonplace and research supports the view that they have little to no impact on employees’ day-to-day behaviour. Empty values alienate customers, create demotivated employees and undermine trust and credibility. Values can shape organisational behaviour but only if they are approached in a more thoughtful and systematic way.

Why is your brilliant team member struggling to adapt to life as a new manager when they were such a high performer? Organisations make the common mistake of thinking that high performance equals high leadership potential. But brilliant individual contributors don’t always translate into great leaders.

How do we create future leaders but also find ways to help people progress in their careers who maybe don’t want to be people managers? And how can we make sure that the people we do choose to lead can do so successfully?